Details
Change Management as a management task. The role of managers in operational change processes
1. Auflage
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15,99 € |
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| Verlag: | Grin Verlag |
| Format: | |
| Veröffentl.: | 17.11.2020 |
| ISBN/EAN: | 9783346297846 |
| Sprache: | englisch |
| Anzahl Seiten: | 19 |
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Beschreibungen
Research Paper (undergraduate) from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 1.0, AKAD University of Applied Sciences Stuttgart, language: English, abstract: This thesis deals with the task of introducing an ERP system in an international medium-sized company on the basis of a constructed case study, taking change management approaches into account. Due to the rapid development of new technologies, the market situation changes rapidly. The constant change of the company thus becomes a matter of course for dealing with the dynamics and complexity of the environment. As a consequence of global networking, internationally staffed teams are formed which demand special responsibility and control skills of the managers in view of personnel, cultural aspects and decentralized management.
In addition to business reasons that can cause change processes to fail, communication, leadership and corporate culture-related factors must also be taken into account. Thus, middle-level managers in particular have many subtasks to master and must balance communication between top management and employees.
After the introduction in Chapter 1, Chapter 2 provides the basics of the technical terms "change management" and "manager" and explains the requirements for managers. Chapter 3 shows how the entire concept could look like and which tasks a manager has to deal with during the course of the change process. The conclusion of the work in Chapter 4 summarizes the results and provides suggestions for further research.
In addition to business reasons that can cause change processes to fail, communication, leadership and corporate culture-related factors must also be taken into account. Thus, middle-level managers in particular have many subtasks to master and must balance communication between top management and employees.
After the introduction in Chapter 1, Chapter 2 provides the basics of the technical terms "change management" and "manager" and explains the requirements for managers. Chapter 3 shows how the entire concept could look like and which tasks a manager has to deal with during the course of the change process. The conclusion of the work in Chapter 4 summarizes the results and provides suggestions for further research.
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